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ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.
Introduction to
Management and
Organizations
Chapter
1
© 2007 Prentice Hall, Inc. All rights reserved. 1–2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.
© 2007 Prentice Hall, Inc. All rights reserved. 1–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.
© 2007 Prentice Hall, Inc. All rights reserved. 1–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain the universality of management concept.
• Discuss why an understanding of management is
important.
• Describe the rewards and challenges of being a manager.
© 2007 Prentice Hall, Inc. All rights reserved. 1–5
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
© 2007 Prentice Hall, Inc. All rights reserved. 1–6
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line
managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
© 2007 Prentice Hall, Inc. All rights reserved. 1–7
Exhibit 1–1 Managerial Levels
© 2007 Prentice Hall, Inc. All rights reserved. 1–8
What Is Management?
• Managerial Concerns
Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
Effectiveness
 “Doing the right things”
– Attaining organizational
goals
© 2007 Prentice Hall, Inc. All rights reserved. 1–9
Exhibit 1–2 Effectiveness and Efficiency in Management
© 2007 Prentice Hall, Inc. All rights reserved. 1–10
What Do Managers Do?
• Functional Approach
Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
 Arranging and structuring work to accomplish organizational
goals.
Leading
 Working with and through people to accomplish goals.
Controlling
 Monitoring, comparing, and correcting work.
© 2007 Prentice Hall, Inc. All rights reserved. 1–11
Exhibit 1–3 Management Functions
© 2007 Prentice Hall, Inc. All rights reserved. 1–12
What Do Managers Do? (cont’d)
• Management Roles
Approach (Mintzberg)
Interpersonal roles
 Figurehead, leader, liaison
Informational roles
 Monitor, disseminator,
spokesperson
Decisional roles
 Disturbance handler, resource
allocator, negotiator
© 2007 Prentice Hall, Inc. All rights reserved. 1–13
What Managers Actually Do (Mintzberg)
• Interaction
with others
with the organization
with the external context
of the organization
• Reflection
thoughtful thinking
• Action
practical doing
© 2007 Prentice Hall, Inc. All rights reserved. 1–14
What Do Managers Do? (cont’d)
• Skills Approach
Technical skills
 Knowledge and proficiency in a specific field
Human skills
 The ability to work well with other people
Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization
© 2007 Prentice Hall, Inc. All rights reserved. 1–15
Exhibit 1–5 Skills Needed at Different Management Levels
© 2007 Prentice Hall, Inc. All rights reserved. 1–16
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
© 2007 Prentice Hall, Inc. All rights reserved. 1–17
Exhibit 1–6 Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
© 2007 Prentice Hall, Inc. All rights reserved. 1–18
Exhibit 1–6 Effectiveness Skills
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
© 2007 Prentice Hall, Inc. All rights reserved. 1–19
Exhibit 1–6 Effectiveness Skills (cont’d)
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management
© 2007 Prentice Hall, Inc. All rights reserved. 1–20
Exhibit 1–6 Interpersonal Skills (cont’d)
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
© 2007 Prentice Hall, Inc. All rights reserved. 1–21
Exhibit 1–7 Management Skills and Management Function Matrix
© 2007 Prentice Hall, Inc. All rights reserved. 1–22
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.
© 2007 Prentice Hall, Inc. All rights reserved. 1–23
Exhibit 1–8
Changes Impacting
the Manager’s Job
© 2007 Prentice Hall, Inc. All rights reserved. 1–24
What Is An Organization?
• An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
© 2007 Prentice Hall, Inc. All rights reserved. 1–25
Exhibit 1–9 Characteristics of Organizations
© 2007 Prentice Hall, Inc. All rights reserved. 1–26
Exhibit 1–10 The Changing Organization
© 2007 Prentice Hall, Inc. All rights reserved. 1–27
Why Study Management?
• The Value of Studying Management
The universality of management
 Good management is needed in all organizations.
The reality of work
 Employees either manage or are managed.
Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.
© 2007 Prentice Hall, Inc. All rights reserved. 1–28
Exhibit 1–11 Universal Need for Management
© 2007 Prentice Hall, Inc. All rights reserved. 1–29
Exhibit 1–12 Rewards and Challenges of Being A Manager
© 2007 Prentice Hall, Inc. All rights reserved. 1–30
Terms to Know
• manager
• first-line managers
• middle managers
• top managers
• management
• efficiency
• effectiveness
• planning
• organizing
• leading
• controlling
• management roles
• interpersonal roles
• informational roles
• decisional roles
• technical skills
• human skills
• conceptual skills
• organization
• universality of
management

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Chapter 9.ppt

  • 1. ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. Introduction to Management and Organizations Chapter 1
  • 2. © 2007 Prentice Hall, Inc. All rights reserved. 1–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Who Are Managers? • Explain how managers differ from non-managerial employees. • Describe how to classify managers in organizations. What Is Management? • Define management. • Explain why efficiency and effectiveness are important to management.
  • 3. © 2007 Prentice Hall, Inc. All rights reserved. 1–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Do Managers Do? • Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. • Discuss the changes that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.
  • 4. © 2007 Prentice Hall, Inc. All rights reserved. 1–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Is An Organization? • Describe the characteristics of an organization. • Explain how the concept of an organization is changing. Why Study Management? • Explain the universality of management concept. • Discuss why an understanding of management is important. • Describe the rewards and challenges of being a manager.
  • 5. © 2007 Prentice Hall, Inc. All rights reserved. 1–5 Who Are Managers? • Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
  • 6. © 2007 Prentice Hall, Inc. All rights reserved. 1–6 Classifying Managers • First-line Managers Individuals who manage the work of non-managerial employees. • Middle Managers Individuals who manage the work of first-line managers. • Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
  • 7. © 2007 Prentice Hall, Inc. All rights reserved. 1–7 Exhibit 1–1 Managerial Levels
  • 8. © 2007 Prentice Hall, Inc. All rights reserved. 1–8 What Is Management? • Managerial Concerns Efficiency  “Doing things right” – Getting the most output for the least inputs Effectiveness  “Doing the right things” – Attaining organizational goals
  • 9. © 2007 Prentice Hall, Inc. All rights reserved. 1–9 Exhibit 1–2 Effectiveness and Efficiency in Management
  • 10. © 2007 Prentice Hall, Inc. All rights reserved. 1–10 What Do Managers Do? • Functional Approach Planning  Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing  Arranging and structuring work to accomplish organizational goals. Leading  Working with and through people to accomplish goals. Controlling  Monitoring, comparing, and correcting work.
  • 11. © 2007 Prentice Hall, Inc. All rights reserved. 1–11 Exhibit 1–3 Management Functions
  • 12. © 2007 Prentice Hall, Inc. All rights reserved. 1–12 What Do Managers Do? (cont’d) • Management Roles Approach (Mintzberg) Interpersonal roles  Figurehead, leader, liaison Informational roles  Monitor, disseminator, spokesperson Decisional roles  Disturbance handler, resource allocator, negotiator
  • 13. © 2007 Prentice Hall, Inc. All rights reserved. 1–13 What Managers Actually Do (Mintzberg) • Interaction with others with the organization with the external context of the organization • Reflection thoughtful thinking • Action practical doing
  • 14. © 2007 Prentice Hall, Inc. All rights reserved. 1–14 What Do Managers Do? (cont’d) • Skills Approach Technical skills  Knowledge and proficiency in a specific field Human skills  The ability to work well with other people Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization
  • 15. © 2007 Prentice Hall, Inc. All rights reserved. 1–15 Exhibit 1–5 Skills Needed at Different Management Levels
  • 16. © 2007 Prentice Hall, Inc. All rights reserved. 1–16 Exhibit 1–6 Conceptual Skills • Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing solutions • Selecting critical information from masses of data • Understanding of business uses of technology • Understanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  • 17. © 2007 Prentice Hall, Inc. All rights reserved. 1–17 Exhibit 1–6 Communication Skills • Ability to transform ideas into words and actions • Credibility among colleagues, peers, and subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  • 18. © 2007 Prentice Hall, Inc. All rights reserved. 1–18 Exhibit 1–6 Effectiveness Skills • Contributing to corporate mission/departmental objectives • Customer focus • Multitasking: working at multiple tasks in parallel • Negotiating skills • Project management • Reviewing operations and implementing improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  • 19. © 2007 Prentice Hall, Inc. All rights reserved. 1–19 Exhibit 1–6 Effectiveness Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. • Setting and maintaining performance standards internally and externally • Setting priorities for attention and activity • Time management
  • 20. © 2007 Prentice Hall, Inc. All rights reserved. 1–20 Exhibit 1–6 Interpersonal Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. • Coaching and mentoring skills • Diversity skills: working with diverse people and cultures • Networking within the organization • Networking outside the organization • Working in teams; cooperation and commitment
  • 21. © 2007 Prentice Hall, Inc. All rights reserved. 1–21 Exhibit 1–7 Management Skills and Management Function Matrix
  • 22. © 2007 Prentice Hall, Inc. All rights reserved. 1–22 How The Manager’s Job Is Changing • The Increasing Importance of Customers Customers: the reason that organizations exist  Managing customer relationships is the responsibility of all managers and employees.  Consistent high quality customer service is essential for survival. • Innovation Doing things differently, exploring new territory, and taking risks  Managers should encourage employees to be aware of and act on opportunities for innovation.
  • 23. © 2007 Prentice Hall, Inc. All rights reserved. 1–23 Exhibit 1–8 Changes Impacting the Manager’s Job
  • 24. © 2007 Prentice Hall, Inc. All rights reserved. 1–24 What Is An Organization? • An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
  • 25. © 2007 Prentice Hall, Inc. All rights reserved. 1–25 Exhibit 1–9 Characteristics of Organizations
  • 26. © 2007 Prentice Hall, Inc. All rights reserved. 1–26 Exhibit 1–10 The Changing Organization
  • 27. © 2007 Prentice Hall, Inc. All rights reserved. 1–27 Why Study Management? • The Value of Studying Management The universality of management  Good management is needed in all organizations. The reality of work  Employees either manage or are managed. Rewards and challenges of being a manager  Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.  Successful managers receive significant monetary rewards for their efforts.
  • 28. © 2007 Prentice Hall, Inc. All rights reserved. 1–28 Exhibit 1–11 Universal Need for Management
  • 29. © 2007 Prentice Hall, Inc. All rights reserved. 1–29 Exhibit 1–12 Rewards and Challenges of Being A Manager
  • 30. © 2007 Prentice Hall, Inc. All rights reserved. 1–30 Terms to Know • manager • first-line managers • middle managers • top managers • management • efficiency • effectiveness • planning • organizing • leading • controlling • management roles • interpersonal roles • informational roles • decisional roles • technical skills • human skills • conceptual skills • organization • universality of management